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“Business agility is about finding the constraints in the system” – Evan Leybourn, Business Agility Institute founderWhere do most teams and departments in an organization encounter constraints? They encounter it in management, the budgeting process driven by finance and the performance management process driven by HR. When management and finance are about control, teams are constrained and the organization cannot be adaptive. E.g. no (or not enough) budget to hire the people when they need it, get the equipment and supplies in time, have the flexibility to try things out, etc. In this podcast series, we explore with Bjarte Bogsnes how beyond budgeting enables an organization to achieve business agility. Though this journey isn’t for the faint of heart, companies like Tesla and Equinor (formerly StatOil) are doing this today – and are being very successful at it.
“Business agility is about finding the constraints in the system” – Evan Leybourn, Business Agility Institute founderWhere do most teams and departments in an organization encounter constraints? They encounter it in management, the budgeting process driven by finance and the performance management process driven by HR. When management and finance are about control, teams are constrained and the organization cannot be adaptive. E.g. no (or not enough) budget to hire the people when they need it, get the equipment and supplies in time, have the flexibility to try things out, etc. In this podcast series, we explore with Bjarte Bogsnes how beyond budgeting enables an organization to achieve business agility. Though this journey isn’t for the faint of heart, companies like Tesla and Equinor (formerly StatOil) are doing this today – and are being very successful at it.
“Business agility is about finding the constraints in the system” – Evan Leybourn, Business Agility Institute founderWhere do most teams and departments in an organization encounter constraints? They encounter it in management, the budgeting process driven by finance and the performance management process driven by HR. When management and finance are about control, teams are constrained and the organization cannot be adaptive. E.g. no (or not enough) budget to hire the people when they need it, get the equipment and supplies in time, have the flexibility to try things out, etc. In this podcast series, we explore with Bjarte Bogsnes how going beyond the budgeting constraints helps an organization achieve business agility. Though this journey isn’t for the faint of heart, companies like Tesla and Equinor (formerly StatOil) are doing this today – and are being very successful at it.
“Business agility is about finding the constraints in the system” - Evan Leybourn, Business Agility Institute founder.Where do most teams and departments in an organization encounter constraints? They encounter it in management, the budgeting process driven by finance and the performance management process driven by HR. When management and finance are about control, teams are constrained and the organization cannot be adaptive. E.g. no (or not enough) budget to hire the people when they need it, get the equipment and supplies in time, have the flexibility to try things out, etc. In this podcast series, we explore with Bjarte Bogsnes how going beyond the budgeting constraints helps an organization achieve business agility. Though this journey isn’t for the faint of heart, companies like Tesla and Equinor (formerly StatOil) are doing this today - and are being very successful at it. 
“Business agility is about finding the constraints in the system” - Evan Leybourn, Business Agility Institute founder.Where do most teams and departments in an organization encounter constraints? They encounter it in management, the budgeting process driven by finance and the performance management process driven by HR. When management and finance are about control, teams are constrained and the organization cannot be adaptive. E.g. no (or not enough) budget to hire the people when they need it, get the equipment and supplies in time, have the flexibility to try things out, etc. In this podcast series, we explore with Bjarte Bogsnes how going beyond the budgeting constraints helps an organization achieve business agility. Though this journey isn’t for the faint of heart, companies like Tesla and Equinor (formerly StatOil) are doing this today - and are being very successful at it. 
“The company is only as agile as the least agile department.”Do you believe that? In this series, we’re talking with Marina Alex specifically about sales and agility. Her rich experience would help break any preconceived notions that we may have. We even discuss how to start the organizational agility with Sales instead of Product/Engineering.
“The company is only as agile as the least agile department.”Do you believe that? In this series, we’re talking with Marina Alex specifically about sales and agility. Her rich experience would help break any preconceived notions that we may have. We even discuss how to start the organizational agility with Sales instead of Product/Engineering.
“The company is only as agile as the least agile department.”Do you believe that? In this series, we’re talking with Marina Alex specifically about sales and agility. Her rich experience would help break any preconceived notions that we may have. We even discuss how to start the organizational agility with Sales instead of Product/Engineering.
What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it?  From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (Episodes 3-4), Management (Episode 5), Planning & Measurement (Episode 6) to applying agile methods to product development and hardware (Episodes 7-9), Agile (Episode 10) and Ways of working (Episode 11).The conversation builds on each other, so if you didn’t listen from episode 1, you may want to go back to the previous episodes to get some background and understanding.
What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it?  From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (Episodes 3-4) and Management (Episode 5), Planning & Measurement (Episode 6) to applying agile methods to product development and hardware (Episodes 7-9) and Agile (Episode 10)The conversation builds on each other, so if you didn’t listen from episode 1, you may want to go back to the previous episodes to get some background and understanding.
What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it?  From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (Episodes 3-4), Management (Episode 5), Planning & Measurement (Episode 6) to applying agile methods to product development and hardware (Episodes 7-9), Agile (Episode 10) and Ways of working (Episode 11).The conversation builds on each other, so if you didn’t listen from episode 1, you may want to go back to the previous episodes to get some background and understanding.
What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it?  From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (Episodes 3-4), Management (Episode 5), Planning & Measurement (Episode 6) to applying agile methods to product development and hardware (Episodes 7-9), Agile (Episode 10) and Ways of working (Episode 11).The conversation builds on each other, so if you didn’t listen from episode 1, you may want to go back to the previous episodes to get some background and understanding.
What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it?  From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (Episodes 3-4), Management (Episode 5), Planning & Measurement (Episode 6) to applying agile methods to product development and hardware (Episodes 7-9), Agile (Episode 10) and Ways of working (Episode 11).The conversation builds on each other, so if you didn’t listen from episode 1, you may want to go back to the previous episodes to get some background and understanding.
What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it?  From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (Episodes 3-4), Management (Episode 5), Planning & Measurement (Episode 6) to applying agile methods to product development and hardware (Episodes 7-9), Agile (Episode 10) and Ways of working (Episode 11).The conversation builds on each other, so if you didn’t listen from episode 1, you may want to go back to the previous episodes to get some background and understanding.
What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it?  From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (Episodes 3-4), Management (Episode 5), Planning & Measurement (Episode 6) to applying agile methods to product development and hardware (Episodes 7-9), Agile (Episode 10) and Ways of working (Episode 11).The conversation builds on each other, so if you didn’t listen from episode 1, you may want to go back to the previous episodes to get some background and understanding.
What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it?  From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (Episodes 3-4), Management (Episode 5), Planning & Measurement (Episode 6) to applying agile methods to product development and hardware (Episodes 7-9), Agile (Episode 10) and Ways of working (Episode 11).The conversation builds on each other, so if you didn’t listen from episode 1, you may want to go back to the previous episodes to get some background and understanding.
What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it?  From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (Episodes 3-4), Management (Episode 5), Planning & Measurement (Episode 6) to applying agile methods to product development and hardware (Episodes 7-9), Agile (Episode 10) and Ways of working (Episode 11).The conversation builds on each other, so if you didn’t listen from episode 1, you may want to go back to the previous episodes to get some background and understanding.
What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it?  From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (Episodes 3-4), Management (Episode 5), Planning & Measurement (Episode 6) to applying agile methods to product development and hardware (Episodes 7-9), Agile (Episode 10) and Ways of working (Episode 11).
What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it?  From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (Episodes 3-4), Management (Episode 5), Planning & Measurement (Episode 6) to applying agile methods to product development and hardware (Episodes 7-9), Agile (Episode 10) and Ways of working (Episode 11).
Did your enterprise agile transformation start with the Finance and HR departments? No? You are not alone. Are they on the roadmap to be next? Maybe they should be…Agile is a mindset and a habit, using some frameworks and practices. However, it is hard to be agile when we need to provide all the answers at the end of each year for the entire following year or when we report in a waterfall manner. So, the way we do budgeting, forecasting, performance assessment, rewards & recognition, and cost control can be either enabling or hindering agility. In this podcast, we’ll walk through an example of how we transform the whole organisation by stealth by evolving the Finance and HR departments. By evolving it this way, you achieve the transformation at a fraction of the price of traditional transformation programmes.
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